Introduction to Project Management

What is Management?
Management may involve:
Planning - deciding what is to be done Organizing - making arrangement Staffing - selecting the right people Directing - giving instructions Monitoring - checking on progress

Controlling - taking action to remedy hold-ups

A project is a temporary endeavor undertaken to produce a unique product or service

Temporary Characteristics of Projects Unique

Temporary Definitive beginning and end Unique New undertaking, unfamiliar ground

What is a Project? .....

A project is a temporary endeavor undertaken to create a unique product, service, or result. Attributes of projects Unique purpose Non-routine tasks are involved Temporary Planning is required Specific objectives are to be met or a specified project is to be created The project has a pre-determined time span

What is a Project? (Cont.)

More attributes

Work is carried out for someone other than yourself Work require resources, often from various areas or involve several specializes Work is carried out in several phases The resources that are available for use on the project are constrained Should have a primary sponsor and/or customer Project can be large or small and take a short or long time to complete Involve uncertainty
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Project Success
Customer Requirements satisfied/exceeded Completed within allocated time frame

Completed within allocated budget

Accepted by the customer

Project Failure
Scope Creep

Poor Requirements Gathering

Unrealistic planning and scheduling

Lack of resources

Triple Contraint
Time

Quality

Cost

Scope
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Triple Contraint
Increased Scope = increased time + increased cost Tight Time = increased costs + reduced scope

Tight Budget = increased time + reduced scope.

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The Triple Constraint of Project Management

Every project is constrained in different ways by its: Scope:

What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? How will the scope be verified? How long should it take to complete the project? What is the projects schedule? How will the team track actual schedule performance? Who can approve changes to the schedule?

Time:

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The Triple Constraint of Project Management

Every project is constrained in different ways by its: Cost:

What should it cost to complete the project? What is the projects budget? How will costs be tracked? Who can authorize changes to the budget?

It is the project managers duty to balance these three often competing goals.

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The Triple Constraint of Project Management

Successful project management means meeting all three goals (scope, time, and cost) and satisfying the projects sponsor!

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What is Project Management

Project Management is the application of skills, knowledge,

tools and techniques to meet the needs and expectations of stakeholders for a project.

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Project Stakeholders

Stakeholders are the people involved in

or affected by project activities.

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Project Stakeholders (Cont.)

Project Owners
Management and buyers Engineers and end users

Business departments managers

Business departmentsstaff Marketing and sales

Finance
Production and manufacturing
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Project Stakeholders (Cont.)

Project Participants (Full-time and part-time)
Project manager Project team

Support staff
Quality team/configuration team/maintenance

team MIS help desk/network operations Contractors and third parties Suppliers
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Project Management Framework

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Key Areas of Project Management

Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management

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Scope Management
Project Scope Management is the process to ensure that

the project is inclusive of all the work required, and only the work required, for successful completion.
Primarily it is the definition and control of what IS and

IS NOT included in the project.

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Issue Management
Issues are restraints to accomplishing the deliverables of

the project. Issues are typically identified throughout the project and logged and tracked through resolution.
In this section of the plan the following processes are

depicted:
Where issues will be maintained and tracked The process for updating issues regularly The escalation process The vehicle by which team members can access documented issues

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Issue Management

Issue already impacting the cost, time or quality

Rope not thick

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Cost Management
This process is required to ensure the project is

completed within the approved budget and includes:

Resource Planning - The physical resources required

(people, equipment, materials) and what quantities are necessary for the project
Budget

Budget estimates Baseline estimates Project Actuals

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Quality Management
Quality Management is the process that insure the

project will meet the needs via:

Quality Planning, Quality Assurance, and Quality

Control

Clearly Defined Quality Performance Standards How those Quality and Performance Standards are measured and satisfied How Testing and Quality Assurance Processes will ensure standards are satisfied Continuous ongoing quality control

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Communications Management
This process is necessary to ensure timely and appropriate

generation, collection, dissemination, and storage of project information

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Communications Management
This process is necessary to ensure timely and appropriate

generation, collection, dissemination, and storage of project information using:

Communications planning Information Distribution Performance Reporting

Define the schedule for the Project Meetings, Status

Meetings and Issues Meetings to be implemented

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Risk Management

Risk identification and mitigation strategy Risk update and tracking When\if new risks arise
Risk POTENTIAL negative impact to project

Tree location, accessibility, ownership

Weather
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Change Control Management

Define how changes to the project scope

will be executed
Scope Change Technical Specification Changes

Schedule changes All changes require collaboration and buy in via the project sponsors signature prior to implementation of the changes

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Change Control Management

Define how changes to the project scope

will be executed
Formal change control is required for all of the following
1. 2. 3. 4.

Scope Change Schedule changes Technical Specification Changes Training Changes

All changes require collaboration and buy in via the project

sponsors signature prior to implementation of the changes

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Project Life Cycle

Initiation Phase

Definition Phase

Planning Phase

Implementation Phase

Deployment Phase

Closing Phase

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Initiation Phase
Define the need
Return on Investment Analysis Make or Buy Decision Budget Development

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Definition Phase
Determine goals, scope and project constraints
Identify members and their roles Define communication channels, methods, frequency

and content Risk management planning

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Planning Phase
Resource Planning
Work Breakdown Structure Project Schedule Development Quality Assurance Plan

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Work Breakdown Structure

For defining and organizing the

total scope of a project First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. Subsequent levels - represent 100% of the scope of their parent node
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Implementation Phase
Execute project plan and accomplish project goals
Training Plan System Build Quality Assurance

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Deployment Phase
User Training
Production Review Start Using

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Closing Phase
Contractual Closeout
Post Production Transition Lessons Learned

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Role of a Project Manager

Project issues Disseminating project information Mitigating project risk Quality Managing scope Metrics Managing the overall work plan

Implementing standard processes Establishing leadership skills Setting expectations Team building Communicator skills

Process Responsibilities

People Responsibilities

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Advantages of Using Formal Project Management

Better control of financial, physical, and human resources. Improved customer relations. Shorter development times. Lower costs. Higher quality and increased reliability. Higher profit margins. Improved productivity. Better internal coordination. Higher worker morale (less stress).

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Nine Project Management Knowledge Areas

Knowledge areas describe the key competencies that project managers must develop. Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality).

Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). One knowledge area (project integration management) affects and is affected by all of the other knowledge areas.

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Project Management Tools and Techniques

Project management tools and techniques assist project managers and their teams in various aspects of project management. Specific tools and techniques include: Project Charters, scope statements (scope). Gantt charts, network diagrams, critical path analysis, (time). Cost estimates and earned value management (cost).

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Super Tools

Super tools are those tools that have high use and high potential for improving project success, such as:

Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports

Tools already extensively used that have been found to improve project importance include:

Progress reports Kick-off meetings Gantt charts Change requests

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Project Success
There are several ways to define project success

The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy.

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Project Success Factors

1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure

7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, and competent staff

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Suggested Skills for Project Managers

Project managers need a wide variety of skills.
They should:

Be comfortable with change. Understand the organizations they work in and with. Lead teams to accomplish project goals.

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Suggested Skills for Project Managers (Cont.)

The Project Management Body of Knowledge
Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills

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Ten Most Important Skills and Competencies for Project Managers

1. 2. 3. 4. 5. 6. 7. 8. 9. 10.

People skills Leadership Listening Integrity, ethical behavior, consistent Strong at building trust Verbal communication Strong at building teams Conflict resolution, conflict management Critical thinking, problem solving Understands, balances priorities

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Slide 1: Introduction to Project Management 1 What is Management?: What is Management? Management may involve: Planning - deciding what is to be done Organizing - making arrangement Staffing - selecting the right people Directing - giving instructions Monitoring - checking on progress Controlling - taking action to remedy hold-ups 2 What is a Project?: What is a Project? A project is a temporary endeavor undertaken to produce a unique product or service Temporary Definitive beginning and end Unique New undertaking, unfamiliar ground Temporary Unique Characteristics of Projects 3 What is a Project? .....: What is a Project? ..... A project is a temporary endeavor undertaken to create a unique product, service, or result. Attributes of projects Unique purpose Non-routine tasks are involved Temporary Planning is required Specific objectives are to be met or a specified project is to be created The project has a pre-determined time span 4 What is a Project? (Cont.): What is a Project? (Cont.) More attributes Work is carried out for someone other than yourself Work require resources, often from various areas or involve several specializes Work is carried out in several phases The resources that are available for use on the project are constrained Should have a primary sponsor and/or customer Project can be large or small and take a short or long time to complete Involve uncertainty 5

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Project Success: Project Success Customer Requirements satisfied/exceeded Completed within allocated time frame Completed within allocated budget Accepted by the customer 7
Project Failure: Project Failure Scope Creep Poor Requirements Gathering Unrealistic planning and scheduling Lack of resources 8 Triple Contraint: Triple Contraint Quality Scope Time Cost 9 Triple Contraint: Triple Contraint Increased Scope = increased time + increased cost Tight Time = increased costs + reduced scope Tight Budget = increased time + reduced scope. 10 The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: Scope : What work will be done as part of the project? What unique product, service, or result does the customer or sponsor expect from the project? How will the scope be verified? Time : How long should it take to complete the project? What is the projects schedule? How will the team track actual schedule performance? Who can approve changes to the schedule? 11 The Triple Constraint of Project Management: The Triple Constraint of Project Management Every project is constrained in different ways by its: Cost : What should it cost to complete the project? What is the projects budget? How will costs be tracked? Who can authorize changes to the budget? It is the project managers duty to balance these three often competing goals. 12 The Triple Constraint of Project Management: The Triple Constraint of Project Management Successful project management means meeting all three goals (scope, time, and cost) and satisfying the projects sponsor! 13

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What is Project Management: What is Project Management Project Management is the application of skills, knowledge, tools and techniques to meet the needs and expectations of stakeholders for a project. 14 Project Stakeholders: Project Stakeholders Stakeholders are the people involved in or affected by project activities. 15 Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Owners Management and buyers Engineers and end users Business departments managers Business departmentsstaff Marketing and sales Finance Production and manufacturing 16 Project Stakeholders (Cont.): Project Stakeholders (Cont.) Project Participants (Full-time and part-time) Project manager Project team Support staff Quality team/configuration team/maintenance team MIS help desk/network operations Contractors and third parties Suppliers 17 Project Management Framework: Project Management Framework 18 Key Areas of Project Management: Key Areas of Project Management Scope Management Issue Management Cost Management Quality Management Communications Management Risk Management Change Control Management 19
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Scope Management: Scope Management Project Scope Management is the process to ensure that the project is inclusive of all the work required, and only the work required, for successful completion. Primarily it is the definition and control of what IS and IS NOT included in the project. 20 Issue Management: Issue Management Issues are restraints to accomplishing the deliverables of the project. Issues are typically identified throughout the project and logged and tracked through resolution. In this section of the plan the following processes are depicted: Where issues will be maintained and tracked The process for updating issues regularly The escalation process The vehicle by which team members can access documented issues 21 Issue Management: Issue Management Rope not thick Issue already impacting the cost, time or quality 22 Cost Management: Cost Management This process is required to ensure the project is completed within the approved budget and includes: Resource Planning - The physical resources required (people, equipment, materials) and what quantities are necessary for the project Budget Budget estimates Baseline estimates Project Actuals 23

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Quality Management: Quality Management Quality Management is the process that insure the project will meet the needs via: Quality Planning, Quality Assurance, and Quality Control Clearly Defined Quality Performance Standards How those Quality and Performance Standards are measured and satisfied How Testing and Quality Assurance Processes will ensure standards are satisfied Continuous ongoing quality control 24 Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information 25 Communications Management: Communications Management This process is necessary to ensure timely and appropriate generation, collection, dissemination, and storage of project information using: Communications planning Information Distribution Performance Reporting Define the schedule for the Project Meetings, Status Meetings and Issues Meetings to be implemented 26 Risk Management: Risk Management Risk identification and mitigation strategy Risk update and tracking When\if new risks arise Tree location, accessibility, ownership Weather Risk POTENTIAL negative impact to project 27

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Change Control Management: Change Control Management Define how changes to the project scope will be executed Scope Change Schedule changes Technical Specification Changes All changes require collaboration and buy in via the project sponsors signature prior to implementation of the changes 28 Change Control Management: Change Control Management Define how changes to the project scope will be executed Formal change control is required for all of the following Scope Change Schedule changes Technical Specification Changes Training Changes All changes require collaboration and buy in via the project sponsors signature prior to implementation of the changes 29 Project Life Cycle: Project Life Cycle 30 Initiation Phase: Initiation Phase Define the need Return on Investment Analysis Make or Buy Decision Budget Development 31 Definition Phase: Definition Phase Determine goals, scope and project constraints Identify members and their roles Define communication channels, methods, frequency and content Risk management planning 32

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Planning Phase: Planning Phase Resource Planning Work Breakdown Structure Project Schedule Development Quality Assurance Plan 33 Work Breakdown Structure: Work Breakdown Structure For defining and organizing the total scope of a project First two levels - define a set of planned outcomes that collectively and exclusively represent 100% of the project scope. Subsequent levels represent 100% of the scope of their parent node 34 Implementation Phase: Implementation Phase Execute project plan and accomplish project goals Training Plan System Build Quality Assurance 35 Deployment Phase: Deployment Phase User Training Production Review Start Using 36 Closing Phase: Closing Phase Contractual Closeout Post Production Transition Lessons Learned 37 Role of a Project Manager: Role of a Project Manager Process Responsibilities People Responsibilities Project issues Disseminating project information Mitigating project risk Quality Managing scope Metrics Managing the overall work plan Implementing standard processes Establishing leadership skills Setting expectations Team building Communicator skills 38

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Advantages of Using Formal Project Management : Advantages of Using Formal Project Management Better control of financial, physical, and human resources. Improved customer relations. Shorter development times. Lower costs. Higher quality and increased reliability. Higher profit margins. Improved productivity. Better internal coordination. Higher worker morale (less stress). 39 Nine Project Management Knowledge Areas: Nine Project Management Knowledge Areas Knowledge areas describe the key competencies that project managers must develop. Four core knowledge areas lead to specific project objectives (scope, time, cost, and quality). Four facilitating knowledge areas are the means through which the project objectives are achieved (human resources, communication, risk, and procurement management). One knowledge area (project integration management) affects and is affected by all of the other knowledge areas. 40 Project Management Tools and Techniques: Project Management Tools and Techniques Project management tools and techniques assist project managers and their teams in various aspects of project management. Specific tools and techniques include: Project Charters, scope statements (scope). Gantt charts, network diagrams, critical path analysis, (time). Cost estimates and earned value management (cost). 41

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Super Tools: Super Tools Super tools are those tools that have high use and high potential for improving project success, such as: Software for task scheduling (such as project management software) Scope statements Requirements analyses Lessons-learned reports Tools already extensively used that have been found to improve project importance include: Progress reports Kick-off meetings Gantt charts Change requests 42

Project Success: Project Success There are several ways to define project success The project met scope, time, and cost goals. The project satisfied the customer/sponsor. The results of the project met its main objective, such as making or saving a certain amount of money, providing a good return on investment, or simply making the sponsors happy. 43
Project Success Factors: Project Success Factors 1. Executive support 2. User involvement 3. Experienced project manager 4. Clear business objectives 5. Minimized scope 6. Standard software infrastructure 7. Firm basic requirements 8. Formal methodology 9. Reliable estimates 10. Other criteria, such as small milestones, proper planning, and competent staff 44
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Suggested Skills for Project Managers: Suggested Skills for Project Managers Project managers need a wide variety of skills. They should: Be comfortable with change. Understand the organizations they work in and with. Lead teams to accomplish project goals. 45

Suggested Skills for Project Managers (Cont.): Suggested Skills for Project Managers (Cont.) The Project Management Body of Knowledge Application area knowledge, standards, and regulations Project environment knowledge General management knowledge and skills Soft skills or human relations skills 46
Ten Most Important Skills and Competencies for Project Managers: Ten Most Important Skills and Competencies for Project Managers People skills Leadership Listening Integrity, ethical behavior, consistent Strong at building trust Verbal communication Strong at building teams Conflict resolution, conflict management Critical thinking, problem solving Understands, balances priorities 47

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